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Autor:innen: 
Erscheinungsjahr: 
2016
Quellenangabe: 
[Journal:] Management Teaching Review [ISSN:] 2379-2981 [Volume:] 1 [Issue:] 1 [Publisher:] SAGE Publications [Place:] Thousand Oaks, CA [Year:] 2016 [Pages:] 43-51
Verlag: 
SAGE Publications, Thousand Oaks, CA
Zusammenfassung: 
The author contends in this article that work-based learning is the most advantageous method to prepare people to assume mutual responsibility for leadership and management. The reason is that leadership in the current knowledge era is less frequently produced from a single individual; rather, the author claims that it now occurs more often as a dynamic practice that is distributed across a range of individuals. Compared to traditional classroom learning often delivered in off-site settings, work-based learning summons participants to live engagements during which they can reflect on their experience so as to expand and create knowledge while at the same time improve their practice. Accordingly, they develop particular habits and attitudes that give rise to an adoption and appreciation of leadership as a collective practice.
Schlagwörter: 
Leadership
Action learning
Social construction
Real-world learning
JEL: 
I20
J24
M10
M12
M50
M53
M54
O31
DOI der veröffentlichten Version: 
Dokumentart: 
Article
Dokumentversion: 
Accepted Manuscript (Postprint)
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